8.3 Delivery The expertise, knowledge and energy of the sports team will lead on the delivery of the actions to achieve success. The key strategic messages and associated objectives will be assigned to the appropriate managers under the leadership of the Head of Sport and Recreation. This will be done in collaboration with other services and partners, and will create synergies and best utilisation of resources that are of mutual benefit. The organisational structure within Trinity Sport will be realigned and refocused on the delivery of the strategy. The challenges will be undertaken with infinite levels of creativity and innovation and the result will produce unrivalled levels of participation, engagement and involvement by the University community. 8.4 Measurement and Reporting PEOPLE The Key Performance Indicators for the strategic objectives and enablers provide a natural ‘Balanced Score Card’ measurement of the Strategy. This is a useful framework for monitoring the effectiveness of Sport within Trinity across a range of measures including financial, usage and business targets. Continuous monitoring of performance against target will be conducted through the execution of quarterly team meetings and will be reported within the agreed governance structures and presented to relevant committees within the University. Currently, this includes the Chief Operating Officer, Executive Officers Group, Heads of Service Forum, DUCAC and the Student Life Committee. The Strategy will also be subjected to risk analysis and management as per normal operating procedures and as required within the management and governance of each of the capital projects. Refinements to the Strategy will be conducted with relevant stakeholders and adjustments approved as appropriate. 30 RAISING OUR GAME A Strategy for Sport at Trinity 2015 - 2018 PARTICIPATION & PERFORMANCE PROFILE INFRASTRUCTURE GOVERNANCE AND MANAGEMENT
TCD Strategy Document for Sport
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